Bachelor of Hospitality Management

Purpose

The purpose of the Bachelor of Hospitality Management (BHM) Degree is to provide learners with intellectual and theoretical knowledge as well as onsite practical related managerial and leadership skills required for entry level professionals in the public and private hospitality environment.

Rationale

The Programme Qualification Mix (PQM) of the School of Tourism and Hospitality requires diversification to meet the needs and demands of industry and the target market, the learners. The School of Tourism and Hospitality (STH) has consulted with its Industry Advisory Committee regarding the need and content of this Degree. Therefore, this qualification is in line with requests received from industry and learners who do not wish to pursue the National Diploma, but a Degree in Hospitality Management. This qualification serves the needs of learners who aspire to move into leadership positions in the Hospitality field i.e. General Managers, Financial Managers amongst other positions in the Hospitality industry.

The learning pathway of this qualification is to articulate to a Bachelor Honours in Hospitality Management Degree, and then proceed to the existing Masters in Tourism and Hospitality, and finally into the Doctor of Philosophy in Tourism and Hospitality. This qualification will allow the learners to participate in exchange programmes with other international universities like Cornell, New York and Penn State that offer a Degree in Hospitality Management.

Recognition of Prior Learning (RPL)

The University accepts Recognition of Prior Learning (RPL) as an integral part of the academic programme and as an initiative to support transformation of the education and training system in South Africa. It is acknowledged that all learning has value and the University accepts the challenge to assess prior learning and award credit and allow access of learners which that is aligned to University's programmes to promote lifelong learning. This is reflected in the vision and mission of the University.

Evidence

The presentation of evidence should be in accordance with the criteria set in the institution's assessment policy. All evidence, but mainly primary sources and direct evidence, will be accepted. The following criteria will be specifically applicable to RPL assessment:

• Authenticity.
• Currency and,
• Sufficiency.

Entry Requirements

The minimum requirement for this qualification is

• Senior Certificate (SC) with endorsement.

Or

• National Senior Certificate (NSC) granting access to Bachelor's Degree studies.

Or

• National Certificate Vocational (NCV), Level 4, granting access to Bachelor's Degree studies.

Or

• An Advanced Diploma in a cognate discipline.

This qualification consists of compulsory modules at Levels 5, 6 and 7, totalling 392 Credits.

Compulsory Modules Level 5, 136 Credits

• Hospitality Management 1A, 16 Credits.
• Hospitality Financial Management 1A, 12 Credits.
• Food and Beverage Studies 1A, 12 Credits.
• Rooms Division and Revenue Management 1A, 16 Credits.
• English 1A, 12 Credits.
• Hospitality Management 1B, 16 Credits.
• Hospitality Financial Management 1B, 12 Credits.
• Food and Beverage Studies 1B, 12 Credits.
• Rooms Division and Revenue Management 1B, 16 Credits.
• English 1B, 12 Credits.

Compulsory Modules NQF Level 6, 132 Credits

• Information Technology (IT) Applications for Hospitality Management, 8 Credits.
• Hospitality Management 2A, 16 Credits.
• Hospitality Financial Management 2A, 12 Credits.
• Food and Beverage Studies 2A, 12 Credits.
• Rooms Division and Revenue Management 2A, 16 Credits.
• Hospitality Management 2B, 16 Credits.
• Hospitality Financial Management 2B, 12 Credits.
• Food and Beverage Studies 2B, 12 Credits.
• Rooms Division and Revenue Management 2B, 16 Credits.
• Organisational Development 1, 12 Credits.

Compulsory Modules NQF Level 7, 124

• Hospitality Management 3A, 16 Credits.
• Hospitality Financial Management 3A, 12 Credits.
• Organisational Development 2, 12 Credits.
• Food and Beverage Studies 3A, 12 Credits.
• Rooms Division and Revenue Management 3A, 16 Credits.
• Hospitality Management 3B, 16 Credits.
• Hospitality Financial Management 3B, 12 Credits.
• Food and Beverage Studies 3B, 12 Credits.
• Rooms Division and Revenue Management 3B, 16 Credits.

1. Demonstrate a coherent and critical understanding of management knowledge and how it applies to hospitality management.
2. Apply effective communication and interpersonal skills within a hospitality business setting and demonstrate corporate communicative competence.
3. Plan, control, manage and evaluate business systems from cash handling, budgeting, cost control mechanisms, pricing of services and products, inventory control, VAT and how to read and write profit and loss statements, leading to effective managerial decision-making and contributing to the sustainable growth of hospitality establishments.
4. Implement sound organisational management practice, including an understanding of human behaviour within organisations, the strategies to recruit, select, develop and manage human resources to achieve organisational goals as well as adhere to the legislation that controls labour and employment.
5. Plan and manage local and international hospitality marketing strategies, processes and services, including customer relationships, with due consideration of market segmentation and mix and key points of difference related to social, cultural, heritage, environmental and economic impacts while still meeting financial and organisational objectives.
6. Demonstrate familiarity with the more practical aspects of hospitality facilities, including operations and supply chain management, food and beverage service management, nutrition, front office, housekeeping and accommodation procedures and practices, events management and legislation that deals with issues like health and safety requirements, licensing, smoke free environments and gaming (gambling).

Associated Assessment Criteria for Exit Level Outcomes 1

• Identify and apply the terms and concepts associated with general and strategic management to particular situations in a hospitality establishment.
• Explain the significance of general and strategic management principles, procedures and practices in relation to the management of cultural diversity in a hospitality establishment.
• Perform an internal analysis of a hospitality establishment in order to identify strengths and competences that can be developed into a competitive advantage.
• Define and describe leadership, leadership ability and strategy in the context of various leadership theories and critique particular leadership strategies and practices prevalent in hospitality establishments in general and within each of its subsections or departments.

Associated Assessment Criteria for Exit Level Outcomes 2

• Conduct business communication in a variety of modes and in appropriate style and register, with sensitivity to audience and purpose and by effectively applying the guidelines to intercultural communication.
• Conduct effective negotiations on a level of daily operations, including conflict resolution.
• Build and maintain a professional relationship with the media.
• Prepare and make coherent and persuasive presentations by implementing hospitality related business and corporate communication tools and technologies timely and effectively.
• Arrange and conduct meetings for a variety of purposes, including the preparation of relevant and concise agendas, minutes and other documentation.
• Encode and promote a strong corporate identity based on a sound corporate philosophy, including the fleshing out of a brand identity and features and the building of a corporate reputation.
• Build, coordinate and manage internal and external corporate communication teams that meet corporate communication objectives.

Associated Assessment Criteria for Exit Level Outcomes 3

• Identify, describe and critique contemporary views related to fundamental financial management decisions and problems identified in the hospitality sector, in areas such as investment, financing and dividend declaration, where financial decision-making is evaluated according to the criterion of maximum shareholder wealth.
• Conduct bond and share valuations of hospitality establishments, identify the factors which affect the dividend decisions and evaluate different dividend policies of selected hospitality establishments by means of case studies.
• Provide a detailed analysis of the fundamental aspects of corporate finance as it affects the hospitality sector.
• Analyse, by means of case studies, the financial and accounting statements and carry out ratio-analysis of selected hospitality establishments to determine how long-term financial planning and decision-making is affected.
• Describe the capital investment decision-making process underlying capital budgeting decisions, highlighting the principles of time value of money, optimal capital structure and cost of capital and identifying and elaborating on the fundamental concepts related to discount cash flow valuation.
• Describe the capital market history of South Africa with a view to explaining the risk-return trade-off facing South African investors and financial managers and applying appropriate methods and techniques to assess alternative investment opportunities in hospitality and related businesses.
• Identify and describe the pertinent issues associated with short-term finance and financial planning, including cost of capital and optimal capital structure and the processes involved in current asset management.

Associated Assessment Criteria for Exit Level Outcomes 4

• Identify and describe selected theories, management systems and methods prevalent in Human Resource Management and explain their relevance to managers of hospitality establishments.
• Relate and exemplify, by means of relevant case studies, how organisational settings and physical environments in the workplace can influence the productive behaviour and well-being of employees.
• Define concepts such as personality and personality traits, attitudes, values, perceptions, motivation, moods and emotions, stress and personal well- being and decision-making and explain the value to hospitality managers of having a clear understanding of these concepts in relation to organisational behaviour, power relations, communication, organisational culture, change and development.
• Apply knowledge of human resource management, including aspects of industrial psychology and organisational behaviour, relevant to a particular hospitality business (case study) by outlining the organisational structure and drawing an organisational map of the business.
• Describe the general management tasks of a hospitality manager, identify.
• Some of the leadership styles apparent and the leadership roles hospitality managers are expected to play and explain how leadership style and organisational context can influence employee motivation and performance and, ultimately, the profitability of a hospitality establishment.
• Identify and describe the different management tasks and responsibilities of the managers of the different divisional operations in a hospitality setting.

Associated Assessment Criteria for Exit Level Outcomes 5

• Identify, describe and evaluate marketing management theories, concepts, principles and procedures of particular relevance to the local hospitality sector.
• Identify local and international marketing opportunities and prepare a comprehensive strategic marketing plan for a particular hospitality establishment, with due consideration of the international economic, financial, legal, cultural and political environment and particular issues such as exporting, franchising, licensing, channels of distribution, strategic alliances, pricing and logistics.
• Provide a coherent exposition of the influence of trade liberation on international trade and marketing and its effect on the local hospitality and tourism industry.
• Conduct marketing research and data analysis by utilising relevant and up-to- date tools and resources.

Associated Assessment Criteria for Exit Level Outcomes 6

• Identify, outline and manage the different types of tasks and responsibilities of staff in the food and beverage service, housekeeping, front and back office and accommodation sectors of hospitality establishments.
• Identify and describe, by means of a case study, the relevant internal logistics of hygiene, safety, maintenance and security processes of a particular hospitality establishment.
• Apply different management techniques to particular hospitality operations, including application of the concept yield management.
• Describe, manage and apply exemplary employee-guest relations.
• Describe the principles, processes and practices involved in and the managerial requirements when planning, organising and staging an event.
• Identify and contextualise legislation that regulates the hospitality and tourism sector and is of particular relevance to the professional practice of hospitality managers.
• Manage, with coaching, the selection, purchasing, receiving and storage of ingredients and products for the planning, preparation and service of food and beverages in large quantities so that meals and beverages are prepared and served in a cost effective, healthy, safe, nutritious and attractive way.

Integrated Assessment

Assessment of the qualification forms an integral part of the teaching and learning process of a three year programme. In achieving these learning outcomes, students are required to comply with the following:

A minimum of six assessments per year module, as per the institution's Assessment Policy, are conducted. These assessments are of a varying nature depending on the module and the outcomes of the module. The assessments for theoretical modules will be in the form of assignments, practicals and written tests or examinations. The weighting of the different assessments toward the calculation on the final mark is clearly indicated in the learning guide for each module.

Integrated assessments/case studies will take place through assignments completed in the industry and also amongst different modules.

• Formative and summative assessment.

Formative assessment opportunities are not formally recorded and take the form of class tests, question and answer sessions and monitoring of practical work.

Summative assessment leads to the final judgmental mark in accordance to the institution's Assessment Policy. The assessments for theoretical modules will be in the form of assignments and written tests or practical examinations.